Abstract
The Swiss Watchmaking Field is again entering a period of turbulence (Emery and Trist 1965) due to regulatory changes, the emergence of connected devices, volatile consumer behavior, currency changes, and relations among these factors that may challenge the capabilities for adaptation of key firms. Ramirez and Selsky (2014) suggested that in turbulent environments, a socio-ecological strategy approach emphasizing collaboration at a field level rather than competition is advisable. Based on multiple case study research, we empirically examine the application of contrasting strategic stances and principles comparing competitive strategy with the socio-ecological approach. We assess the presence of the transition, heterogeneity and subjectivity principles and how a coopetition strategic stance fares in the context of the Swiss Watchmaking Industry. We conclude by exploring new research venues.
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